996,987, what do you think of the overtime culture of programmers? Come here to see the views of several internet tycoons.

Overtime culture is an unavoidable problem for many technical managers. In the end, should I work overtime, how to measure the result of overtime, and how to work overtime so as not to disgust the brothers in the team?

Come on, listen to the boss.

Gloria's financial technology team is nearly 100 people, and currently implements 996 working hours. In addition to working with the team for 996 hours, I also have support work after work, such as financing support, business negotiation support and strategic discussion, which actually exceeds 996 hours in the long run.

What supports employees to accept high-intensity working hours is nothing more than a high degree of recognition of the work content, a temperature management atmosphere, highly cooperative colleagues and, of course, reasonable material returns.

Long-term overtime work must be based on the effectiveness of work output, and whether the work content and R&D projects meet the requirements can effectively improve the company's sales performance, effectively reduce the company's operating costs, and conform to the company's future strategic layout. The degree of compliance is directly proportional to the effectiveness of work output. Repeated labor and rework have a great impact on front-line employees, and this piece needs to be controlled by the technical director to ensure that the requirements received by the technical team are correct.

The input and output of any work are in direct proportion. Overtime is actually a kind of time investment. Internal and external training and employee sharing are also inputs to improve efficiency. If the input of time is reasonably increased within the range that the body and mind can bear, there will definitely be positive feedback on the output. Of course, there is a premise that overtime should be based on the needs of the work and improve the effective output of the work. More importantly, let employees establish a sense of ownership, think that they are part of the company's destiny community, and fight for their own cause. Many complaints and incomprehension will naturally disappear. At the same time, the company's logistics should also keep up, such as afternoon tea, overtime fruit and other considerate benefits should still be in place, so that horses can run and eat grass.

I just left WeWork to join today's headlines. WeWork's previous team was scattered all over Asia, including Australia, with a scale of about 50 people. You can finish your work at home. If you are sick, you can take charge.

I have no fixed working hours and no specific rest days. After all, as the hub of Asia and the United States, I am a single link, and the cumulative time should be 50 hours a week. If you add entertainment and negotiation for work, it should be about 60 hours.

Because the engineering team has no particularly quantifiable indicators (KPI), we are all driven by OKR, and OKR is conducted from top to bottom to achieve the short/medium term goals of the company, so this routine is only applicable to the engineering team, and our sales team will work more hours than the engineering team.

I think it is necessary to work overtime with clear goals, such as publishing problems, such as eating chicken online for a month. However, overtime should not be promoted as a culture, let alone promote this professionalism, because we all know that the rights of IC are not guaranteed, and the interests of the company are obviously guaranteed.

As we all know, there are code monkeys and engineers. I don't deny that the assembly line will inevitably defeat the small manual workshop, but at the same time, we must know that everyone and every component on the assembly line can be replaced at any time. With the rise of AI, assembly line programmers will definitely be eliminated directly. I hope we can find and train more programmers, cultivate their independent thinking ability and do something of added value to our technology industry.

Ain Interactive is an early startup company with only about 30 technical team members. We don't implement 996 and 987, but on the fifth day, the whole company implements flexible working hours, which has been like this since the first day of business. 20 17, the turnover rate is zero. However, this does not mean that we are a slow-moving pension company. On the contrary, although we didn't implement 996, people were enthusiastic and rushed to work overtime at night or on weekends. As a fast-growing startup, it is normal to have many things and tight deadlines, and it is inevitable to rely on overtime for endless things. However, we don't take extending working hours as the guarantee of work progress, but rely on frequent and open progress communication and quality requirements for deliverables, so that team members can take output as the primary purpose regardless of whether they work overtime or not, and avoid the situation of "working overtime for the sake of overtime".

Software development is a highly creative work. In order to improve the output, we tend to focus on strengthening the technical platform, improving the workflow, creating a learning enterprise culture, and more importantly, carefully selecting enough powerful people to integrate into the team culture.

"We think it is illogical to evaluate an engineer's output according to the length of time he is in the office. The scene that needs to work overtime must be because something needs to be completed within a limited time range. As long as things are finished, everyone should fully enjoy their leisure time. "

This is our recruitment copy, which is what we do.

Experienced from working in 955 (occasionally time difference) (4 years) to working in a startup company in 955, 996 and 987 (10 years).

First of all, I think, don't look at and define the problem with "your own cognition". For the initial stage of a startup company, whether it is 955, 996 or 987, it is a working mode, hidden under the theme of corporate culture, and just a form of expression.

In the initial stage of a startup, the founder's personality and working mode will be very representative, and the recognition of the company by the core team and initial members is also the recognition of the company, founder and working mode.

We can't talk about such an open topic without putting aside objective conditions. The objective premise is: whether the work of startup company (initial stage), core small team, corporate culture and founder style, efficient and highly recognized team members outside the working hours stipulated in the labor contract is defined as overtime or overtime culture varies from person to person. After all, everyone's three views and cognition are different.

I've been in 987 for half a year, and I still don't feel very hard or tired. This way of life and work has long been commonplace. Although it seems late at 8 o'clock every day, I have to consider the traffic problems in Beijing. In many cases, the peak hours only recede at 7: 30 pm, and there are selective cultural and sports activities after 8: 00 pm. For example, I can guarantee to play basketball twice a week, exercise twice and relax 1 time, and I don't feel that I don't have enough time or my work is seriously squeezed. As long as this lifestyle does not affect health, family, friends and hobbies, it is also a good balance between lifestyle and work style.

The technical team of Erweihuo has more than 400 people. Last year, we implemented 996 for half a year, so about 3% technicians left.

Measuring the performance of technicians, of course, is not working hours. Time really doesn't matter, what matters is the quality progress. After all, competitors are sometimes too powerful to be desperate. For example, our opponent is Meituan, and the financing is ten times higher than the company's valuation. Think about how desperate you are. I can't afford to recruit a hundred doctors or architects, so I can only make up for it by diligence.

Different industries, different customers, different strategies. A large part of my industry is traditional software. The first thing our customers and catering tycoons do when they meet is not to see how good your products are, but to give us a five-or six-page paper with hundreds of function lists written on it. If our products cover 80%, we'll talk about the next step. So we have great requirements for the quantity of functions.

Any so-called good experience, the value brought by big data, the cost saved and the passenger flow brought must be based on the improvement of the whole product system. So we are a labor-intensive enterprise.

996 is actually a concept, or a mobilization. In fact, in terms of specific control, most employees arrive at work around 10 in the morning and leave work around 8: 30 in the evening, which is enough. There are still some foundations to be done, such as performance rewards, taking a taxi to eat supper, and various celebrations of the project, and the lunch break will be extended. There are many activities and holidays when it is not 996, such as not working overtime on Friday and Saturday nights. 996 is not evil if properly executed.

The rapid growth of the company's business is the best group construction. In the end, we have to return to the results. If the result is good, everything is fine.

The current situation of our company is 99N(N=2~4), and we will work overtime for two or three days every week on average. 996 mode will only be opened for a long time when the project or business needs it. The implementation time of special systems is generally based on the project cycle. In the case of high intensity, the state of 996 appears for at most 2 consecutive months.

Overtime is just a means, and no means is omnipotent and irreplaceable. But in order to pursue higher goals and self-worth, we should use all available means to the extreme, which naturally includes overtime. After all, the only fairness in the world is time. To pursue more, overtime is already a means with high success rate that we can choose.

To improve the team's output, the first thing is to cultivate the team's sense of mission. Only the team has the same goal and sense of mission, and is very clear about "why? What? How come? " The answers to these three classic questions, such a team will certainly break out stronger combat effectiveness under the same conditions.

Secondly, it is necessary to establish a transparent and open reward and punishment mechanism. In daily work, we can reward and punish typical situations in time and quickly, especially the reward films, which can greatly play a demonstration role and stimulate everyone's passion and sense of competition. While affirming its achievements, we should constantly put forward higher requirements and challenges for it.

Finally, we should do enough humanistic care, care about the psychological state and living state of employees as much as possible, and help employees solve some worries or better fulfill their family responsibilities when the organization has the ability. When employees can balance the relationship between body, mind and family, they will certainly have greater work enthusiasm and efficiency, thus improving team output.

What are the working hours of your team? What's your attitude towards overtime? Welcome to leave a message